Academic radiology is a challenging field. Success requires strong effort in three major, somewhat disparate, areas: patient care, teaching, and research. Some academic radiologists also have administrative duties. Ma...
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Academic radiology is a challenging field. Success requires strong effort in three major, somewhat disparate, areas: patient care, teaching, and research. Some academic radiologists also have administrative duties. Many young faculty members feel overwhelmed with their responsibilities at the time in their careers when they are seeking tenure and promotion. Often these crucial years in terms of faculty development coincide with increased responsibilities at home, since many faculty members are also starting families and raising children during their 30s and 40s. These demands can lead to stress and burnout, and promising junior faculty members often choose to leave the academic fold (1), usually for more lucrative private practice jobs in which the only duties are *** an academic radiologist with four children and a husband who has his own busy private ophthalmology practice, I am sometimes asked by residents and junior faculty for my “secrets of success”—how do I juggle my family responsibilities with the administration of the breast imaging section in my department and the management of several large funded research projects? To share what I have learned, I give a workshop on time management as part of the Marconi Faculty Development Course at the annual meeting of the Association of University Radiologists. My secrets are not all that secret, of course, having been discussed extensively by others (2), but I have learned to apply general advice on time management to the particular demands of academic radiology. In that spirit, I offer my five tips for time management, the strategies that allow me to juggle all of my duties while maintaining a balanced life for my family and myself.
The future of radiology depends in large part on the quality of its leaders. Radiology organizations that lack leadership, or that are poorly led, are unlikely to thrive. If radiology as a whole does not enjoy effecti...
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The future of radiology depends in large part on the quality of its leaders. Radiology organizations that lack leadership, or that are poorly led, are unlikely to thrive. If radiology as a whole does not enjoy effective leadership, its very existence may be threatened. It is not inconceivable that, during the course of the next few decades, the medical specialty of radiology as we know it might cease to exist. Radiology might flounder for lack of leadership and get carved up by other medical specialties. Or radiology organizations might persist, but with their management and control taken over by other professionals, such as businessmen, much like the sea of change in hospital leadership that has taken place during the past few *** is good reason to think that radiology's leadership development “farm system” is not thriving. In fact, there is good reason to question whether such a farm system exists at all. For example, a recent meeting of chairs of midwestern radiology departments identified no fewer than 14 academic radiology departments that were without a chair. The fact that radiology departments and organizations have not done a better job of developing individuals to fill these positions is a major contributor to the current predicament. Moreover, factors such as reduced clinical reimbursements, “turf wars” with other specialties, and the increasing complexity of radiology departments and health care organizations make the challenges of leadership seem ever more daunting.
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